Cloud Buyers' Requirements Questionnaire : PC: Problem or Opportunity Context

 

Objective

Describe the context – environmental factors – for the business situation.

PC.1: At what stage are the products and services impacted by this business situation?

Does the business seek to explore new products and services in new markets (transformative and disruptive) or to exploit existing markets with current products and services (utility and commodity)? This positioning is a key aspect of business strategy and delivery.

Impact on Products and Services

Impact on Products and Services

Example Responses

Refer to Strengthening your Business Case for Using Cloud [2] for pointers to Cloud business use-cases with a similar business strategy.

Existing business products and services can be:

  • Offered through on-demand self services
  • Augmented and enhanced through on-demand features and options
  • Commoditized for competitive low-cost advantages

New business products and services can be:

  • Augmented and sourced on-demand
  • Disruptive to existing products and services through superior cost and functional performance
  • Offered as commodities for competitive low-cost advantages

Existing markets can be:

  • Expanded through rapid scaling and expansion of products and services offered
  • Entered through offering commodity products and services for competitive low-cost advantages

New markets can be:

  • Entered competitively through rapid scaling and expansion of products and services offered
  • Entered through offering commodity products and services for competitive low-cost advantages

PC.2: What is the scope of the situation relative to the process complexity?

Business Operation Scope <i>versus</i> Complexity

Business Operation Scope versus Complexity

Example Responses

Refer to Strengthening your Business Case for Using Cloud [2] for pointers to cloud business use-cases with a similar business strategy.

Responses to this general question can be obtained by addressing the more detailed questions below, depending on the business operation scope and complexity.

Large scope of business operation:

  • What scope of existing business operation can be moved to an on-demand hosting provider?
  • Can a large scope of existing IT landscape be moved to a on-demand model?

Small scope of business operation:

  • What niche business process operations could be moved to an on-demand hosting provider?
  • Can specific IT operations be moved to an on-demand hosting provider?
  • Can specific IT operations be commoditized for competitive low-cost advantages?

High business process complexity:

  • Can highly complex business processes be improved through complexity reduction?
  • What specific business processes need to be retained under control of the business for competitive advantage?

Low business process complexity:

  • Can low-complexity business processes be commoditized for low-cost competitive advantages?

PC.3: What is the balance between information security and collaboration (resource to service arbitrage)?

Companies need to understand the degree of collaboration and types of data that can be moved into a Cloud environment, and need to assess the different Cloud deployment and hosting models that meet their sovereign, corporate, and personal security and collaboration needs.

Information <i>versus</i> Ownership

Information versus Ownership

Example Responses

Refer to Strengthening your Business Case for Using Cloud [2] for pointers to Cloud business use-cases with a similar business strategy.

Responses to this general question can be obtained by addressing all of the more detailed questions below.

Community collaboration:

  • Can business participants and stakeholders collaborate in a shared platform and business service environment?
  • Can the information and assets created by collaboration be shared or are they private intellectual property (IP) to the corporation or collaborating group ?

Individual productivity:

  • Can desktop and mobility be improved through on-demand personal productivity tools (email, access, office, applications)?
  • Can the personal information and assets created by individuals be shared, or are they private IP to the corporation?

Public information security:

  • Do current corporate and personal data rules and country legislation prohibit the storage and access to personal and corporate information in public locations?
  • Does legislation such as the US Patriot Act affect personal and private data held in public locations?
  • Can information held publicly be monitoring and managed to e-Discovery standards for legal purposes?
  • Can personal and corporate information be selected, partitioned, and isolated effectively for storage and use in public locations?

Private information security:

  • Do current corporate and personal data rules select and define intellectual property of those corporations and personnel?
  • Can corporate and personal data be partitioned and isolated effectively for secure storage and access control and usage to corporate, industrial, and country legislative standards?

PC.4: What is the acceptable risk – reward balance?

Risk <i>versus</i> Reward

Risk versus Reward

Example Responses

Refer to Strengthening your Business Case for Using Cloud [2] for pointers to Cloud business use-cases with a similar business strategy.

Responses to this general question can be obtained by addressing the more detailed questions below, depending on the desired corporate risk/reward balance.

High corporate risk:

  • Which business process operations carry high corporate risk in operational and legal failure?
  • Can high corporate risk be mitigated further by enhanced risk sharing and Disaster Recovery (DR)/Business Continuity (BC) practices supported by on-demand backup and recovery services?
  • Are there specific corporate risks that can be linked to specific IT software applications, infrastructure, and services?
  • Can the trade-off with corporate benefits be traded-off and mitigated in order to manage the corporate risks?

Low corporate risk:

  • Can business activities that can be quantified as low corporate risk be moved to an on-demand service environment?
  • Can business activities be identified to explore and exploit on-demand business opportunities with mitigated risk management through partnerships and risk sharing with Cloud services?

High corporate reward:

  • Can opportunities for market share, revenue, profit, or cost management be enhanced through on-demand delivery, products, and services?

Low corporate reward:

  • Can business activities with low corporate return be commoditized for low-cost competitive advantages?

 

 

 

 

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